campbelltown 2027 · communications, including face to face interviews and through its website as...

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Ambition Innovation Opportunity

CAMPBELLTOWN2027

Draft - The Delivery Program2017 - 2021

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DisclaimerThe information contained in this document is to be considered general in nature and Council reserves the right to make changes accordingly. Any document that contains financial information is to be considered an estimate based upon information available at the time of publication. Council takes no responsibility for actions taken by third parties based on information contained in this document.

This document will be placed on public exhibition between 10 May and 9 June 2017. Council will consider the document for adoption at its Meeting to be held on 27 June 2017.

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ContentsMessage from the General Manager

Introduction

Community Profile

Community Age Profile

2016 - 2020 Campbelltown City Councillors

Our Organisation

Our situation

Background

Integrated Planning and Reporting Framework

Campbelltown’s Integrated Planning and Reporting Process

Details of Program

Outcome One - A vibrant, liveable city

Outcome Two - A Respected nd Protected Natural Environment

Outcome Three - A Thriving, Attractive City

Outcome Four - A Successful City

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Message from the General ManagerIt gives me great pleasure to present the 2017-2021 Delivery Program for Campbelltown City Council.

This is the first Delivery Program under the Integrated Planning andReporting (IP&R) framework following a review of Council’s Community Strategic Plan which was legislatively required after the election of the new Council.

The community feedback received throughout the preparation of our future plans has been substantial with more than 1000 responses registered.This is very satisfying given that Council is committed to genuine

engagement with the Campbelltown community and will continue to seek out input across a range ofcommunications, including face to face interviews and through its website as well as phone based surveys.

The new Delivery Program outlines programs and activities that Council will undertake over the next fouryears that support the achievement of the 4 high-level outcomes identified in the Community Strategic Plan:

1. a vibrant, liveable city2. a respected and protected natural environment3. a thriving, attractive city4. a successful city

The review of our Community Strategic Plan has brought new priorities and opportunities for Council’sconsideration. One of Council’s recently adopted priorities has been to enhance the profile of the City,especially to people, businesses, and other organisations ‘outside’ of Campbelltown.

Campbelltown City has a new emerging role to play in the growth and development of metropolitan Sydney. Important decisions by Government such as the Western Sydney Airport; the South West District Plan, the Glenfield-Macarthur Priority Urban Renewal Corridor Strategy and the Greater Macarthur Priority GrowthArea all herald a new era of development and urban growth for Campbelltown City.

Council is well placed to deal with existing local infrastructure due to the special rate variation previouslyadopted by Council that ensures adequate maintenance of Council’s current infrastructure. However, itneeds to be highlighted that while existing infrastructure will be maintained at an acceptable standard therewill be additional pressure on our City’s services and facilities in meeting the demands that future urbangrowth will bring. The challenge associated with the needs of a new community must be met at the time of the development and we need to ensure that adequate and appropriate contributions are identified at thetime of the development.

This term of the newly elected Council will shape the look and feel for the future of our city. There are anumber of important strategies and plans to be considered by the Council that will align to Council’soverarching strategic document, the Community Strategic Plan, and the Delivery plan will be adapted where required throughout the current term to ensure it continually reflects councils planned activities, services and programs of work that will be implemented to support our future vision.

The 2017-2021 Delivery Program is commended to Council and the Campbelltown community for theirsupport and will provide a platform for our city to facilitate future growth while meeting the needs of ourcommunity.

Lindy DeitzGeneral Manager

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Introduction

About Campbelltown

Located just 50 minutes from the Sydney CBD, 40 minutes from the beaches of the Illawarra and withineasy reach of major road and rail links to the Southern Highlands, Canberra, the Blue Mountains and the South Coast beaches, Campbelltown offers a unique blend of City opportunities in a natural setting toapproximately 158,500 residents. This figure is expected to rise to approximately 270,000 by 2036.

Campbelltown has significant environmental assets including two rivers, large areas of bushland and boasts a rich cultural heritage.

The original inhabitants of the land were the Dharawal people and today, Campbelltown has one of thelargest populations of Aboriginal people in NSW.

Campbelltown is a strategic centre for metropolitan Sydney, and effective management of our assets is critical to ensure their preservation for current and future generations. Items of regional significance include Western Sydney University (WSU), two TAFE colleges, a major regional hospital, major regional shopping centre, regional arts centre, a variety of health services, recreational facilities including the Campbelltown Sports Stadium and passenger and goods rail line.

The value of these assets is improved by their close proximity and complementary functions to the rapidly growing South West Growth Centre.

The population of Campbelltown is ageing due to the high proportion of ‘baby boomer’ residents who moved to the city during the housing development of the 70s and 80s.

With an ageing population, decreasing household size and changing house prices, demand for houses other than detached dwellings is likely to continue to increase in both the social and private housing markets.

The redevelopment of public housing in Campbelltown is having a significant impact on local communityservices, requiring temporary and permanent re-housing, along with reduced concentrations of publichousing only communities.

Campbelltown’s role as a strategic centre for Greater Western Sydney will provide a wide range of education and employment opportunities, particularly for young people. This is anticipated in retail and in the health sector with the university, hospitals and new aged care services.

Incoming residents tend to be those with middle to lower incomes coming from suburbs in south western Sydney. This pattern is more pronounced in the north of the city and is characterised by a much greatercultural diversity, and many highly qualified new residents.

Campbelltown City... designed for ambition, innovation and opportunity

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Community Profile

Population MalesFemale Place of birth Born in AustraliaBorn overseas Languages English onlyNon-English Religion* ChristianNon-Christian

49%51% 66%28% 75%25% 67%12%

How we get to work Public transportPrivate transportAlternative Workforce EmployedUnemployed Where we work* Within CampbelltownOutside Campbelltown Residence* OwnedBeing purchasedRenting

20%77%3% 93%7% 33%54% 23%41%30%

*Totals not equalling 100% are due to no responses in the 2011 census data of which these figures are based on.

Community Age Profile

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2016 - 2020 Campbelltown City Councillors

Cr Warren MorrisonM: 0437 045 802

Cr Darcy LoundM: 0409 829 103

Cr George GreissM: 0428 616 716

Cr Karen HuntM: 0458 783 257

Cr Rey ManotoM: 0408 449 981

Cr Meg OatesM: 0419 467 885

Cr Ben MoroneyM: 0401 812 366

Cr Ted RowellM: 0408 210 493

Cr Bob ThompsonM: 0407 953 786

Cr Paul LakeM: 0400 105 150

Cr Masood ChowdhuryM: 0419 183 600

Cr Margaret ChiversM: 0408 182 248

Cr George BrticevicM: 0408 219 865

Cr Ralph GeorgeM: 0407 112 958

Cr Benjamin GilholmeM: 0429 127 607

We encourage community participation and consultation. Contact your Councillors by mobile or write to them [email protected] or by mail to PO Box 57, Campbelltown NSW 2560.

Local government elections are held every four years, with the next elections taking place in September 2020 for the period 2020 - 2024.

Campbelltown has 15 Councillors, who are elected by residents and business owners in the Campbelltown local government area.

The 15 Councillors elect a Mayor and Deputy Mayor every two years. The full Council meets twice a month, and the general public are able to attend all Council meetings.

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Our organisation

General Manager

Internal Auditor

City Growth and Economy

City Growth and Strategy

Corporate Servicesand Governance Community Life City Approvals and

Certification

City Standards and Compliance

Regional Approvalsand Planning

Operations

Open Space

Infrastructure

Assets

City Safety andFacilities

Community andCultural Services

Sport, Recreationand Leisure

People andPerformance

Corporate Supportand Systems

Strategic Property

City Marketing and Economy

MACROC

City Governance City Lifestyles City Development City Delivery

Office of theGeneral Manager

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Information Statistics

Operating budget $143m (excluding depreciation) (2017-2018)

Capital budget $35.95m (2017-2018)

Asset value $2.2 billion

Suburbs 38

Length of Council owned roads 718km

Length of footpaths and cycleways 428km

Number of Council long day care services 8

Number of Council managed family day careproviders 60

Number of Council run outside school hours care services

2 Out of School Hours Care Services2 School Holiday Care Services

Number of libraries and cultural centres 4 libraries1 arts centre

Number of recreation facilities5 recreational centres, including swimming centres 1 sports stadium1 athletics centre

Number of sporting grounds 45 (incorporating 91 full-sized fields and 121including mods and mini fields

Number of passive parks 323 (95 with playgrounds)

Number of passive recreation facilities 50 (outdoor basketball courts, tennis courts and skate facilities)

Number of community halls and centres 29

Division Employees*

General Manager 1

City Governance 90

City Delivery 208

City Lifestyles 242

City Development 91

Total Council 639

*as of 31 March 2017

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Our situationCampbelltown’s growing populationWe currently estimate that the population of Campbelltown City will reach approximately 270,000 people by the year 2036.

Campbelltown is a priority urban growth area The NSW State Government has identified Campbelltown City as a priority urban growth area. This means that there are expectations on Council to ensure that we are planning for growth targets outlined by the NSW State Government. This also means that we need to ensure that the quality and character of our city is not diminished. This will be achieved through our planning instruments, whilst we will need to adapt and manage that change. New development will pose challenges for the planning of new infrastructure, whilst infill development will require plans to rejuvenate old infrastructure.

Campbelltown is a strategic centre of greater SydneyThe Sydney Metropolitan area is fast growing, and the existing inner city spaces and infrastructure can only support a percentage of this growth. It is important that as this growth occurs, other strategic city centres work together to plan for the best possible outcomes. Campbelltown City is one of 4 strategic city centres identified for Greater Western Sydney that will play a major role in providing lifestyle, business and education outcomes for our population. Council has a major role to play in planning and advocating for our service and infrastructure needs as our City becomes a major link to the rest of metropolitan Sydney and the new Western Sydney Airport at Badgerys Creek. This means that the strategic direction of council will need to align with the priorities outlined in the South West District Plan prepared by the Greater Sydney Commission.

Fit for the FutureIn 2016, many NSW councils were required to amalgamate under the direction of the State Government.The decision to merge many councils was determined through the assessment by the NSW Government of submissions prepared by Councils that addressed “Fit For The Future” proposals. Campbelltown City Council was considered by the NSW Government as a “stand alone” council after going through this process. Whilst this means that Campbelltown will not be merging with any of its neighbouring councils, we are still required work on actions identified in our “Fit for the Future” proposal. These actions are addressed in this Delivery Program and Resourcing Strategy.

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Our situation BackgroundAbout Integrated Planning and Reporting (IP&R)

In 2009, the NSW Government introduced legislation requiring all councils to develop a Community Strategic Plan, Delivery Program, Operational Plan and Resourcing Strategy inclusive of a Long Term Financial Plan, Asset Management documents and a Workforce Management Plan as part of an Integrated Planning and Reporting process known as IP&R.

The IP&R framework recognises that Council and the community do not exist in isolation and they are part of a larger framework that is interconnected. There is also a requirement for the plans to consider relevant State and Federal plans during their preparation.

The Campbelltown Community Strategic Plan (CSP), Campbelltown 2027 has been prepared byCampbelltown City Council, in partnership with residents, local businesses, community groups, otherGovernment agencies and surrounding Councils. The CSP is a 10 year plan that outlines the aspirationsand objectives of the community. The strategies guide the planning for the community across Local, Stateand Federal Government, as well as other service providers to the community. The plan will be reviewedand updated every four years following the election of a new Council.

The remainder of the documents relate to how Council will contribute to the achievement of the objectives and strategies of the Community Strategic Plan. Further information about each of the plans is contained in the relevant documents.

As part of the IP&R guidelines, Council is to produce a Resourcing Strategy outlining how Council will fund the services and functions in the Delivery Program, and ensure it has the available human resources and assets to complete the objectives of the community.

Council’s Resourcing Strategy consists of the Long Term Financial Plan, Asset Management Strategy and Workforce Management Plan. It has been prepared alongside the Delivery Program.

The development of the Long Term Financial Plan and the Asset Management documents has beencompleted in a coordinated manner where the findings of each have informed the other.

The Workforce Management Plan has informed the Long Term Financial Plan by identifying staffing numbers and financial contingency for items such as long service leave, superannuation and annual leave provisions.

The Resourcing Strategy identifies how the contents of the Delivery Program will be implemented by Council. This has resulted in a four year plan that is prepared considering the available resources to contribute to the achievement of the objectives in the Community Strategic Plan.

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Integrated Planning and Reporting Framework

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Integrated Planning and Reporting Framework Campbelltown’s Integrated Planningand Reporting Process

The Delivery Program has been developed in line with Council’s statutory requirements under the LocalGovernment Act 1993, particularly as they relate to Integrated Planning and Reporting (IP&R).

In addressing the requirements of IP&R, Council has undertaken significant work on its internal businessplanning processes. This has resulted in detailed four year section business plans and budgets which are aligned with the objectives and strategies in the Community Strategic Plan, as well as to individual managers and staff performance appraisals, as indicated below.

Council’s Delivery Program is acknowledged at all levels within the organisation. The program documents allthe services and functions that Council will implement over the coming four years, with the content beingreviewed annually in line with the preparation of the Operational Plan, to contribute to the achievement of the five objectives and 15 strategies the community have indicated in the Community Strategic Plan.

Campbelltown 2027Campbelltown Community Strategic Plan 2017 - 2027

Community aspirations (outcomes and strategies)

Campbelltown City Council

The Delivery ProgramServices, functions, program of works and

activities for four years

Operational PlanAnnual plan of services, functions, program of works

and activities, Budget, Fees and Charges

Section Business PlansServices, functions, programs, projects and actions

including four year budgets

Individual Skill andPerformance Appraisals

Manager’s PerformanceManagement Plans

State andFederal

Government

Non-Government

organisations

Others

ResourcingStrategy

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Details of ProgramCouncil has structured its Integrated Planning and Reporting documents around answering a number of key questions.

An example of this structure and definitions is demonstrated below:

Outcome What does the community want to achieve?eg A vibrant, liveable city

Strategy How will the objective be achieved?eg Safe, well maintained, activated public spaces Service/ Function/ Program of worksA group of activities or service that is going to be undertaken to achieve the strategy ActivitiesActions that are going to be undertaken in order to achieve the program of works or service

Council’s contribution to the achievement of the outcomes will be a direct result of the implementation of the services and functions

Regular reports against the program will be provided to Council’s management group and Council as perstatutory requirement.

* Council’s services and functions are its ‘principle activities’.

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Outcome OneA vibrant, liveable city1

Strategies

1.1 Provide opportunities for our community to be engaged in decision making processes and to access information

1.2 Create safe, well maintained, activated and accessible public spaces

1.3 Ensure that Campbelltown is an inclusive city

1.4 Provide and support exciting and curious events and festivals for the local community and visitors

1.5 Host and promote major sporting events, showcasing our city’s sporting facilities and community participation in sport and recreation

1.6 Foster a creative community that celebrates arts and culture

1.7 Promote the City’s heritage and history, with strong respect for our Aboriginal and Torres Strait Islander history

1.8 Enable a range of housing choices to support different lifestyles

• Increased participation in decision making by the community• Achievement of activities identified in the Disability Inclusion Action Plan (DIAP).• Aboriginal history, heritage and participation is considered in the planning of all projects• A housing strategy is adopted and results published once implemented• Visitation rates at major attractions increases as a result of activation initiatives• Achievement of objectives outlined in the Social Strategy• Increased community membership at Council recreation services

How will we achieve this outcome?

Council Indicators

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Financial estimatesIn order to achieve the strategies outlined for a vibrant, liveable city, Council is estimating expenditure of $278,218,400 over the four years.

2017-2018 2018-2019 2019-2020 2020-2021

1.1 $447,900 $456,300 $465,000 $474,000

1.2 $43,960,900 $45,470,400 $47,199,200 $48,845,900

1.3 $136,000 $144,700 $153,200 $159,800

1.4 $1,298,500 $1,362,600 $1,376,000 $1,413,100

1.5 $23,712,000 $16,884,800 $16,917,900 $12,187,000

1.6 $3,574,400 $3,642,900 $3,718,000 $3,786,600

1.7 $102,600 $105,900 $109,500 $113,300

1.8 $0 $0 $0 $0

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Strategy 1.1Provide opportunities for our comunity to be engaged in decision making processes and to access information.1.1.1 - Systems to support access to informationPrograms of work - Access to Information

Activities Planned for the next four years

2017 - 2018

2018 - 2019

2019 - 2020

2020 -2021 Responsibility

Develop and improve e-services X X X X CityGovernance

Improve website accessibility X X X X CityGovernance

Support councils corporate reporting via the website X X X X City

Governance

Support community engagement via the website X X X X City

Governance

Manage disclosures under PublicInterest Disclosures Act 1994 X X X X City

Governance

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1.1.3 - Community involvement in decision makingPrograms of work - Engagement and consultation

1.1.2 - Publications and media to support access to informationPrograms of work - Publications and media


2017 - 2018

2018 - 2019

2019 - 2020


Plan and coordinate engagementactivities using council’s community engagement framework and toolkit

X X X X Organisation wide


2017 - 2018

2018 - 2019

2019 - 2020


Develop community newsletter X X X X City Governance

Review corporate publications toensure consistency and professionalism X X X X City Governance

Coordinate community report X X X X City Governance

Coordinate new residents kits X X X X City Governance

Coordinate staff newsletter X X X X City Governance

Coordinate messages on hold X X X X City Governance

Coordinate media monitoring X X X X City Governance

Coordinate council hour on 2MCR X X X X City Governance

Coordinate Mayor’s weekly message on C91.3 X X X X City Governance

Coordinate bus shelter advertising X X X X City Governance

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Strategy 1.2Create safe, well maintained, activated and accessible public spaces1.2.1 - City waste, cleansing and appearancePrograms of work - Waste management


2017 - 2018

2018 - 2019

2019 - 2020


Collection of domestic waste X X X X City Development

Investigate and implement effective options to reduce contamination in waste bins X X X X City Development

Coordinate the kerb-side clean up service X X X X City Development

Coordinate the annual household hazardous waste drop off event X X X X City Development

Coordinate councils free recyclables drop off day X X X X City Development

Process all collected domestic waste through contractor X X X X City Development

Manage regional waste processing and disposal contracts on behalf ofCampbelltown, Camden, Wollondilly and Wingecarribee Councils.

X X X X City Development

Manage EPA grant funding X X X X City Development

Operate Council’s effluent disposal facility X X X X City Development

Maintain visual appearance of the city X X X X City Delivery

Provide a public and private street sweeping service X X X X City Delivery

Maintain the cleanliness of centralbusiness districts X X X X City Delivery

Implement the city entranceprogram X X X X City Delivery

Conduct regular litter patrols X X X X City Delivery

Support the clean-up Australia day event X X X X City Development

Manage illegally dumped rubbish X X X X City Development

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1.2.2 - Community safety programsPrograms of work - Road safety


2017 - 2018

2018 - 2019

2019 - 2020


Provide support and participate in the Liquor Accord X X X X City Lifestyles

Maintain alcohol free zones X X X X City Development

Provide initiatives to help reduce crime within the LGA X X X X City Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Oversee Council’s hazard reduction program X X X X City Delivery

Implement bush fire risk management plans for Campbelltown X X X X City Delivery

Undertake field staff training in hazardreduction techniques X X X X City Delivery

Manage Council’s fire trails X X X X City Delivery

Contribute financially to the Rural Fire Service (RFS) X X X X City Delivery

Contribute financially to the StateEmergency Service (SES) X X X X City Delivery

Contribute financially to the NSW Fireand Rescue Service X X X X City Delivery

Undertake the Emergency Preparedness Community Education Strategy X X X X City Delivery

Develop and review the Campbelltown disaster plans X X X X City Delivery

Participate on the emergencymanagement committee X X X X City Delivery


2017 - 2018

2018 - 2019

2019 - 2020


Design and implement road safety programs X X X X City Lifestyles

Programs of work - Public Safety

Programs of work - Hazard reduction

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2017 - 2018

2018 - 2019

2019 - 2020


Conduct swimming pool inspections and community awareness programs X X X X City Development

Implement compliance monitoring programs X X X X City Development


2017 - 2018

2018 - 2019

2019 - 2020


Provide immunisation clinics X X X X City Lifestyles

Provide a health newsletter to the community X X X X City Lifestyles

Coordinate staff flu vaccination program X X X X City Lifestyles

Support for blood donor clinics X X X X City Lifestyles

Provision of health promotion information to the local media X X X X City Lifestyles

Coordinate mental health month activities X X X X City Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Conduct inspections of food regulatedpremises X X X X City Development

Conduct inspections of health regulated premises X X X X City Development

Programs of work - Water safety

Programs of work - Health compliance

1.2.3 - Community health programs Programs of work - Community health

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1.2.4 - Public spaces programs Programs of work - Public space programs


2017 - 2018

2018 - 2019

2019 - 2020


Develop a public spaces maintenanceprogram X X X X City Delivery

Design a public spaces constructionprogram X X X X City Delivery

Provision of street and park lighting X X X X City Delivery

Implement the public spacesmaintenance and construction programs X X X X City Delivery

Undertake reactive maintenance ofpublic spaces including graffiti X X X X City Delivery

Provide and maintain public playground equipment X X X X City Delivery

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Strategy 1.3Ensure that Campbelltown is an inclusive city1.3.1 - Disability inclusion programsPrograms of work - Disability inclusion

1.3.2 - Inclusion programs for targeted community groupsPrograms of work - Targeted community inclusion


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate International Day of People with disability activities X X X X City Lifestyles

Conduct access forums X X X X City LifestylesImlement the Disability Action Plan X X X X City LifestylesCoordinate community engagment on access issues X X X X City Lifestyles

Implement actions of the DisabilityInclusion Action Plan (DIAP) X X X X City Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate Seniors Week Programs X X X X City Lifestyles

Provide International Woman’s Dayactivities X X X X City Lifestyles

Coordinate and support activitiesaddressing domestic violence X X X X City Lifestyles

Facilitate engagement activities forwomen X X X X City Lifestyles

Support the Macarthur Migrant Services Network X X X X City Lifestyles

Analysis and preparation of strategies based around social issues X X X X City Lifestyles

Coordinate the community grantsprogram X X X X City Lifestyles

Participate in the NSW Community Builders Program X X X X City Lifestyles

Participate in the ClubGRANTS program X X X X City Lifestyles

Undertake social planning (including access and equity issues) X X X X City Lifestyles

Consider applications for donations X X X X City Lifestyles

Consider applications for the Ian Porter University Scholarship X X X X City Lifestyles

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Strategy 1.4Provide and support exciting and curious events and festivals for the local community and visitors

1.4.1 - Inclusion programs for targeted community groupsPrograms of work - Events and festivals


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate Harmony Day activities X X X X City Lifestyles

Support the Sister Cities Program X X X X City Governance

Coordinate International Woman’s Dayactivities X X X X City Lifestyles

Coordinate the Australia Day celebrations X X X X City Lifestyles

Coordinate Campbelltown Christmas Carols X X X X City Lifestyles

Coordinate New Year’s Eve celebrations X X X X City Lifestyles

Coordinate the Ingleburn Alive Festival X X X X City Lifestyles

Coordinate Riverfest Festival X X X X City Lifestyles

Coordinate the Festival of Fishers Ghost X X X X City Lifestyles

Coordinate the Australia Day Citizenship ceremony X X X X City Governance

Coordinate monthly citizenshipceremonies X X X X City Governance

Coordinate the Campbelltown CityGarden competition X X X X City Governance

Coordinate the Gift of Time Ceremony X X X X City Governance

Coordinate the Mayor’s charity event X X X X City Governance

Coordinate the Jubilee awards X X X X City Governance

Coordinate a review of all events including signage, branding,merchandise and advertising

X X X X City Governance

Coordinate the Campbelltown CityChallenge Walk X X X X City Lifestyles

Coordinate the Fishers Ghost Fun Run X X X X City Lifestyles

Coordinate civic activities X X X X City Governance

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Strategy 1.5Host and promote major sporting events, showcasing our city’s sporting facilities,encouraging community participation in sport and recreation1.5.1 - Attract and host sporting events at Campbelltown Sports StadiumPrograms of work - Sporting events

1.5.2 - Provide sporting facilitiesPrograms of work - Sporting facilities


2017 - 2018

2018 - 2019

2019 - 2020


Establish and maintain partnerships with major sporting organisations X X X X City Lifestyles

Negotiate the use of the stadium as a venue for major sporting events X X X X City Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Provide a regional sports stadium X X X X City Lifestyles

Provide an elite regional athletics stadium X X X X City Lifestyles

Provide an indoor sports (basketball) stadium X X X X City Lifestyles

Provide quality sports ground facilities X X X X City Lifestyles

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1.5.3 - Provide recreational programsPrograms of work - Recreational programs

1.5.4 - Support sporting clubs and schoolsPrograms of work - Sporting clubs and schools


2017 - 2018

2018 - 2019

2019 - 2020


Hold and coordinate the Learn to Swim program X X X X City Lifestyles

Coordinate swim coaching and squadprograms X X X X City Lifestyles

Offer community aquatic safety courses X X X X City Lifestyles

Coordinate ready to ride day inconjunction with NSW bike week X X X X City Lifestyles

Operate fitness centres X X X X City Lifestyles

Provide outdoor recreation facilitiesincluding skate parks and tennis courts X X X X City Lifestyles

Facilitate local skate events X X X X City Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate Little Athletics regional carnival X X X X City Lifestyles

Coordinate Department of Education swim program X X X X City Lifestyles

Coordinate school swimming carnivals X X X X City Lifestyles

Operate swimming pools to acceptable industry standards X X X X City Lifestyles

Facilitate and assist in the logistics of sporting club events X X X X City Lifestyles

Facilitate and assist in the logistics of school events X X X X City Lifestyles

Coordinate sport and recreational grants with local clubs X X X X City Lifestyles

Coordinate the season changeover of sporting fields X X X X City Lifestyles

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1.5.5 - Support sports development and educationPrograms of work - Sports development


2017 - 2018

2018 - 2019

2019 - 2020


Advocate for and coordinate the sportseducation program X X X X City Lifestyles

Encourage participation and progression to elite sports representation X X X X City Lifestyles

Support the provision of a sporting centre of excellence in Campbelltown X X X X City Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Present annual visual arts exhibitionprogram X X X X City Lifestyles

Facilitate Fishers Ghost art award X X X X City Lifestyles

Host intercultural dance projects X X X X City Lifestyles

Coordinate early career choreographic mentorship X X X X City Lifestyles

Implement youth music program X X X X City Lifestyles

Implement music residency program X X X X City Lifestyles

Implement mid-career developmentprogram X X X X City Lifestyles

Deliver new music composition program X X X X City Lifestyles

Implement cross cultural project X X X X City Lifestyles

Implement Little Orange Studio Program X X X X City Lifestyles

Implement new work commission X X X X City Lifestyles

Strategy 1.6Foster a creative community that celebrates arts and culture1.6.1 - Provide creative arts programsPrograms of work - Creative arts programs

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Deliver live art project X X X X City Lifestyles

Coordinate Aboriginal performanceprogram X X X X City Lifestyles

Coordinate Aboriginal Art Award X X X X City Lifestyles

Coordinate Airds Artistic Program X X X X City Lifestyles

Coordinate Airds Education Program X X X X City Lifestyles

Hold school holiday workshops X X X X City Lifestyles

Hold master classes X X X X City Lifestyles

Participate in National Aboriginal and Islander Skills Development Association (NAISDA) Partnership

X X X X City Lifestyles

Implement Youth Week program X X X X City Lifestyles

Coordinate Sweet Tonics Seniors Choir X X X X City Lifestyles

Coordinate Heritage Week Program X X X X City Lifestyles

Coordinate Seniors Week Program X X X X City Lifestyles

Coordinate external hire of Arts Centre function rooms, Japanese gardens and performance workspace


Market and promote the Campbelltown Arts Centre X X X X City Lifestyles

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Strategy 1.7Promote the City’s heritage and history,with strong respect for our Aboriginal andTorres Strait Islander history

1.7.1 - Provision of Aboriginal programsPrograms of work - Aboriginal

1.7.2 - Support Reconciliation InitiativesPrograms of work - Reconciliation Activities


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate NAIDOC Week activities X X X X City Lifestyles

Facilitate and resource Aboriginal Work-ing Group to implement forums and NAIDOC Week


Participate in National Aboriginal and Islander Skills Development Association (NAISDA) partnership



2017 - 2018

2018 - 2019

2019 - 2020


Develop and implement the actions of the Reconciliation Action Plan (RAP) X X X X City Lifestyles

Facilitate RAP meetings with Aboriginal community members X X X X City Lifestyles

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Strategy 1.8Enable a range of housing choices to support different lifestyles

1.8.1 - Support housing affordability initiativesPrograms of work - Housing affordability


2017 - 2018

2018 - 2019

2019 - 2020


Work to improve the affordability of housing in our city by ensuring diverse housing types X X X X City Development

Promote fairer access to housing for all people in our community and those who seek to be part of it


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Outcome TwoA Respected and Protected Natural Environment

2

Strategies

2.1 Implement and advocate for initiatives that conserve the city’s natural environment2.2 Activate the city’s natural bushlands and open spaces, fostering enhanced stewardship of these areas2.3 Promote and educate our community on sustainable practices and encourage more practicable take up of more sustainable life choices2.4 Conserve and care for our city’s biodiversity2.5 Plan for and ensure that development in our city is sustainable and resilient

• Measured positive environmental impacts as a result of environmental initiatives• Activation initiatives achieved that result in natural spaces being used differently or more frequently• Number of education programs run by council• Achievement of actions as outlined in the Sustainability Strategy


Council Indicators

34

Financial estimatesIn order to achieve the strategies outlined for a respected and protected natural environment, Council is estimating expenditure of $17,157,600 over the four years.

2017-2018 2018-2019 2019-2020 2020-2021

2.1 $3,555,900 $3,663,600 $3,788,300 $3,900,400

2.2 $2,000 $2,000 $2,000 $2,000

2.3 $529,000 $523,000 $515,400 $514,000

2.4 $35,000 $35,000 $35,000 $35,000

2.5 $5,000 $5,000 $5,000 $5,000

35

Strategy 2.1Implement and advocate for initiatives that conserve the city’s natural environment2.1.1 - Ensure environmental protectionPrograms of work - Environmental protection


2017 - 2018

2018 - 2019

2019 - 2020


Implement the energy management Plan X X X X City

Development

Implement the Sustainability Strategy X X X X CityDevelopment

Implement recommendations of the Climate Change Action Plan X X X X City

Development

Implement and review the Noxious Weed and Pest Animal Management Strategy

X X X X CityDevelopment

Implement the Water QualityImprovement Plan X X X X City

Development

Undertake water quality monitoring X X X X CityDevelopment

Participate in the Georges River Combined Councils Committee X X X X City

Development

Undertake water sensitive urban design projects X X X X City

Development

36

Strategy 2.2Activate the city’s natural bushlands and open spaces, fostering enhancedstewardship of these areas2.2.1 - Activation of the natural environmentPrograms of work - Activation of the environment

2.1.2 - Ensure environmental compliancePrograms of work - Environmental compliance


2017 - 2018

2018 - 2019

2019 - 2020


Undertake unauthorised access patrols X X X X CityDevelopment

Investigate illegal rubbish dumping X X X X CityDevelopment

Investigate illegal tree removal X X X X CityDevelopment

Respond to pollution incidents asrequired X X X X City

Development

Inspect and monitor on-site wastewater management systems X X X X City

Development


2017 - 2018

2018 - 2019

2019 - 2020


Facilitate the activities of the Bushcare Program X X X X City Delivery

Implement plans of management for bushlands, natural spaces, parks and reserves.

X X X X City Delivery

Review plans of management for bushlands, natural spaces, parks and reserves.


37

Strategy 2.3Promote and educate our community onsustainable practices, and encouragepracticable take up of more sustainable life choices2.3.1 - Provision of environmental educationPrograms of work - Environmental education


2017 - 2018

2018 - 2019

2019 - 2020


Hold the Macarthur NaturePhotography Competition X X X X City

Development

Hold the Threatened Species Art Competition X X X X City

Development

Hold community sustainabilityworkshops X X X X City

Development

Implement the School Education Program X X X X City

Development

Promote environmentally significant dates and events X X X X City

Development

Conduct the Stormwater Pollution Community Education Program X X X X City

Development

Provide and support educational programs for the public X X X X City

Development

Promote environmental issues at council events X X X X City

Development

Coordinate Recyc-Olympics at local Schools X X X X City

Development

Promote waste minimisation atmajor council events X X X X City

Development

38

Strategy 2.4Conserve and care for our city’s biodiversity

Strategy 2.5Plan for and ensure development in our city is sustainable and resilient

Provide ongoing advice and support to the Macarthur Centre forSustainable Living (MCSL)


Conduct sustainability committee meetings and implement therecommendations


Hold sustainable events X X X X CityDevelopment

2.4.1 - Ensure the protection of our biodiversityPrograms of work - Biodiversity protection

2.5.1 - Systems to ensure sustainable developmentPrograms of work - Sustainable development


2017 - 2018

2018 - 2019

2019 - 2020


Implement the biodiversity strategy X X X X City Development/City Delivery

Implement the Koala Plan ofManagement X X X X City Development/

City Delivery


2017 - 2018

2018 - 2019

2019 - 2020


Review development applications for natural resource impacts X X X X City

DevelopmentReview large scale and statesignificant developments for natural resource impacts


Monitor land use development and environmental compliance X X X X City

Development

39

Outcome ThreeA Thriving, Attractive City3

Strategies

3.1 Support the resilience, growth and diversity of the local economy3.2 Ensure that service provision supports the community to achieve, and meets their needs3.3 Become an innovative city where advances in technology, creativity and community participation are nurtured and embraced3.4 Retain and expand existing businesses and attract new enterprises to Campbelltown, offering opportunities for a diverse workforce including professional, technology and knowledge based skills and creative capacity3.5 Support for new education opportunities that match workforce skillsets with emerging economic needs underwritten by creative entrepreneurship and innovative capacity within the local community3.6 Develop tourism opportunities and promote Campbelltown as a destination3.7 Public funds and assets are managed strategically3.8 Provide strong governance for all council activities

• Master plans for new and existing precincts have commenced and are achieving outcomes for the city• Service reviews are completed and initiatives are planned to ensure service provision meets the needs of our changing city• Council involvement in activities that support the capacity of businesses to establish and become successful• The city is able to provide a diversity of tourism opportunities• Achievement of actions outlined in the economic and city branding strategies


Council Indicators

40

Financial estimatesIn order to achieve the strategies outlined for an accessible city, Council is estimating expenditure of $279,763,400 over the four years.

2017-2018 2018-2019 2019-2020 2020-2021

3.1 $456,400 $475,100 $494,500 $514,200

3.2 $18,453,500 $19,264,500 $19,513,700 $20,558,900

3.3 $1,020,300 $666,000 $687,800 $710,200

3.4 $0 $0 $0 $0

3.5 $0 $0 $0 $0

3.6 $1,509,100 $1,505,400 $1,550,300 $1,595,300

3.7 $20,361,300 $21,189,200 $22,180,500 $22,233,000

3.8 $25,225,800 $25,500,400 $26,214,900 $27,882,900

41

Strategy 3.1Support the resilience, growth and diversity of the local economy3.1.1 - Create new precinctsPrograms of work - Precinct planning


2017 - 2018

2018 - 2019

2019 - 2020


Master plan CBD districts X X X X CityDevelopment

Identify areas in new development to create lifestyle precincts such asrestaurants, cafés and entertainment areas


Work with developers to delivereconomic outcomes X X X X City

DevelopmentPlan for the delivery of new business parks, health and medical precincts X X X X City

Development

42

Strategy 3.2Ensure that service provision supports the community to achieve and meet their needs3.2.1 - Provision of customer service Programs of work - Customer service

3.2.2 - Provision of Family, Education and Care Services Programs of work - Family Day Care


2017 - 2018

2018 - 2019

2019 - 2020


Maintain customer requests via counter, calls and administration services

X X X X CityGovernance

On-line customer services X X X X CityGovernance

Maintain call management services X X X X CityGovernance

Maintain bookings for communityfacilities, bus and parks X X X X City

GovernanceReview and maintain the customer service charter X X X X City

Governance

Coordinate the corporate wardrobe X X X X CityGovernance


2017 - 2018

2018 - 2019

2019 - 2020


Care of children in educators homes X X X X CityLifestyles

Operate service to approvednational licencing and regulations X X X X City

LifestylesAdministration of fees on behalf ofeducators, parent or child X X X X City

Lifestyles

43

Programs of work - Long Day Care

Programs of work - Out of School Hours Care

Programs of work - Mobile Toy and Book Library


2017 - 2018

2018 - 2019

2019 - 2020


Maintain operations of Long Day Care facilities X X X X City

LifestylesOperate service to approvednational licencing, regulations andassessment and rating standards

X X X X CityLifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Operate service to approvednational licencing, regulations andassessment and rating standards


Maintain operations of Out ofSchool Hours Care facilities X X X X City

Lifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Attend playgroups X X X X CityLifestyles

Maintain current resources forborrowing X X X X City

Lifestyles

Coordinate Children’s Week events X X X X CityLifestyles

44

Programs of work - Bicycle Education Centre

Programs of work - Child and Family Outreach Service


2017 - 2018

2018 - 2019

2019 - 2020


Maintain operations of the Bicycle Education and Road Safety Resource Centre



2017 - 2018

2018 - 2019

2019 - 2020


Provide a supported playgroup X X X X CityLifestyles

Provide an outreach service X X X X CityLifestyles

Provide a supported school holidayprogram X X X X City

Lifestyles

Provide training for parents X X X X CityLifestyles

Provide specialised skills programs X X X X CityLifestyles

45

3.2.3 - Provision of Library Services Programs of work - Library Services


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate the operations of the library branches X X X X City

Lifestyles

Upgrade facilities at libraries X X X X CityLifestyles

Upgrade library information technology infrastructure X X X X City

Lifestyles

Acquire audio visual resources X X X X CityLifestyles

Acquire periodical resources X X X X CityLifestyles

Acquire and maintain library bookresources and publication subscriptions X X X X City

Lifestyles

Provide on-line resources and tutoring programs X X X X City

Lifestyles

Hold school holiday workshops X X X X CityLifestyles

Hold higher school certificate lectures X X X X CityLifestyles

Provide book clubs for adults X X X X CityLifestyles

Provide the Books for Babies program X X X X CityLifestyles

Deliver resources to houseboundresidents X X X X City

Lifestyles

Coordinate the Bookalicious program X X X X CityLifestyles

Coordinate youth programs X X X X CityLifestyles

Coordinate Baby Read and Rhyme Time X X X X City

Lifestyles

46

3.2.4 - Provision of Youth Services Programs of work - Youth Services

3.2.6 - Provision of the Animal Care Facility Programs of work - Animal Care Facility


2017 - 2018

2018 - 2019

2019 - 2020


Support Youth service provision X X X X CityLifestyles

Host Youth forums annually X X X X CityLifestyles

Coordinate the Fishers Gig event X X X X CityLifestyles

Coordinate Youth Week activities X X X X CityLifestyles

Coordinate All Ages Entertainment program X X X X City

LifestylesFacilitate engagement activities at skate parks X X X X City

Lifestyles

Coordinate the beach bus program X X X X CityLifestyles


2017 - 2018

2018 - 2019

2019 - 2020


Operation of the animal care facility X X X X City Development

Patrol for and impound stray animals X X X X City Development

Regulate barking and restricted dogs X X X X City Development

Inspect restricted dog enclosures X X X X City Development

Rescue companion animals X X X X City Development

Participate in the CAWS de-sexing program X X X X City Development

47

Strategy 3.3Become an innovative city where advances in technology, creativity and communityparticipation are nurtured and embraced

Strategy 3.4Retain and expand existing businessesand attract new enterprises, offeringopportunities for a diverse workforce,including professional, technology and knowledge based skills and creative capacity

3.3.1 - Access to technology Programs of work - Access to technology

3.4.1 - Support and connect with local business Programs of work - Connect with local business


2017 - 2018

2018 - 2019

2019 - 2020


Develop and implement a “Smart City” strategic plan X X X X City

Governance


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate business seminars and training opportunities X X X X City Growth and

EconomyParticipate and support themeetings of the Western Sydney Busi-ness Connection (WSBC)

X X X X City Growth and Economy

Provide ongoing communication be-tween council and key business dis-tricts


48

Strategy 3.5Support for new education opportunitiesthat match workforce skillsets with emerging economic needs, underwritten by creative entrepreneurship and innovation capacity within the local community

3.4.2 - Planning for industrial and employment lands Programs of work - Industrial and employment lands

3.5.1 - Support business and education institutions to connect Programs of work - Business and education connections


2017 - 2018

2018 - 2019

2019 - 2020


Implement the CampbelltownEmployment Lands Review X X X X City

Development


2017 - 2018

2018 - 2019

2019 - 2020


Support forums that align business workforce visions with educationinstitution plans.


49

Strategy 3.6Develop tourism opportunities and promote Campbelltown as a destination3.6.1 - Marketing and promotion of Campbelltown Programs of work - Marketing and promotion


2017 - 2018

2018 - 2019

2019 - 2020


Operate the visitor information centre (Quondong) X X X X City Growth and

Economy

Implement the Macarthur Regional Tourism Strategy X X X X City Growth and

EconomyActively support and maintain tourism partnerships and participate incooperative marketing opportunities


Development of videos and promotional material to reflect the changing nature of Campbelltown


Provide support services to MACROC X X X X City Growth and Economy

50

Strategy 3.7Public funds and assets are managedstrategically3.7.1 - Asset management Programs of work - Asset management


2017 - 2018

2018 - 2019

2019 - 2020


Maintain Council’s fleet X X X X City Governance

Implement programmed maintenance program X X X X City Delivery

Maintain council’s facilities in line with the asset management plan X X X X City Delivery

Implement the reactive maintenance program X X X X City Delivery

Replace plant and equipment of council as required X X X X City Governance

Maintain asset management system of council X X X X City Delivery

Manage Council’s tender process X X X X City Governance

Manage the upgrade of contractmanagement software X X X X City Governance

Undertake regular procurement and contact management reviews X X X X City Governance

Provide and maintain community halls for hire to the public X X X X City Delivery

51

3.7.2 - Financial management Programs of work - Financial management


2017 - 2018

2018 - 2019

2019 - 2020


Prepare financial statutory reports X X X X City Governance

Review and monitor the Long Term Financial Plan X X X X City Governance

Manage corporate system upgrades X X X X City Governance

Conduct quarterly financial reviews X X X X City Governance

Manage financial data X X X X City Governance

Manage investment and borrowing portfolios X X X X City Governance

Manage supplier arrangements X X X X City Governance

Develop and monitor the budget X X X X City Governance

Develop and implement a rating strat-egy X X X X City Governance

Develop and implement fees and charges X X X X City Governance

Model rating strategy using new land valuation provided by Valuer General X X X X City Governance

52

Strategy 3.8Provide strong governance for all councilactivities3.8.1 - Implement governance programs Programs of work - Governance programs


2017 - 2018

2018 - 2019

2019 - 2020


Actively participate in State and Federal decision making that has an effect on Campbelltown


Enter into partnerships with State and Federal Government where appropriate X X X X City Governance

Develop and implement a Corporate Risk Management Framework X X X X City Governance

Manage insurance claims againstcouncil X X X X City Governance

Review and implement, whereappropriate, the Statewide MutualBetter Practice Review


Develop and implement a program of functional and process reviews X X X X City Governance

Undertake a module of the Promoting Better Business Practice Review X X X X City Governance

Develop and implement an annual and three year audit plan X X X X City Governance

Conduct audit quality reviews X X X X City Governance

Support the Audit Committee X X X X City Governance

53

Outcome FourA Successful City4

Strategies

4.1 Advocate and plan for enhanced connectivity, accessibility and movement within, to and from our city4.2 Support and advocate for infrastructure solutions that meet the needs of our city and pay an economic and liveability dividend4.3 Responsibly manage growth and development, with respect for the environment, heritage and character of our city4.4 Maintain and create usable open and recreational spaces that set our city apart from others4.5 Work in partnership with the State Government to achieve positive planning outcomes4.6 Plan and invest in the revitalisation of Campbelltown-Macarthur CBD, Ingleburn and other town centres

• Submissions and representations are made to the State and Federal Government to support the success of the city• The achievement of activities as outlined in council’s infrastructure strategies• Open space, passive and active recreational spaces are managed• Master-planning is undertaken to deliver the Greater Macarthur Priority Growth Area• Initiatives to conserve the city’s heritage are implemented


Council Indicators

54

Financial estimatesIn order to achieve the strategies outlined for a revitalised city, Council is estimating expenditure of $149,610,900 over the four years.

2017-2018 2018-2019 2019-2020 2020-2021

4.1 $20,428,000 $19,984,700 $20,425,700 $20,150,300

4.2 $3,085,700 $3,155,200 $3,222,700 $3,290,300

4.3 $12,626,300 $12,907,200 $14,206,200 $14,518,200

4.4 $344,400 $333,100 $339,800 $347,100

4.5 $58,500 $60,500 $62,500 $64,500

4.6 $823,700 $825,700 $827,700 $829,700

55

Strategy 4.1Advocate and plan for enhancedconnectivity, accessibility and movement within, to and from our city

4.1.1 - Planning and provision of parking Programs of work - Parking programs


2017 - 2018

2018 - 2019

2019 - 2020


Maximise availability of off street parking in the major business centre X X X X City Delivery

Develop and the annual car parkmaintenance program X X X X City Delivery

Design and the annual car parkconstruction program X X X X City Delivery

Implement the annual car parkmaintenance and constructionprograms


Undertake reactive maintenance to the car park network X X X X City Delivery

56

4.1.2 - Planning and provision of the road network Programs of work - Road network programs

4.1.4 - Planning and Provision of traffic management facilities Programs of work - Traffic management programs

4.1.3 - Planning and provision of bridges and culverts Programs of work - Bridge and culvert programs


2017 - 2018

2018 - 2019

2019 - 2020


Develop the annual road maintenance program X X X X City Delivery

Design the annual road construction program X X X X City Delivery

Implement the annual roadmaintenance and constructionprograms


Undertake reactive maintenance to the car park network X X X X City Delivery


2017 - 2018

2018 - 2019

2019 - 2020


Undertake annual design of trafficfacilities X X X X City Delivery

Undertake annual communityconsultation on proposed traffic facilities X X X X City Delivery

Assess and approve applications for road occupancy X X X X City Delivery


2017 - 2018

2018 - 2019

2019 - 2020


Develop the annual bridges and culverts maintenance program X X X X City Delivery

Design the annual bridges and culverts construction program X X X X City Delivery

Implement the annual bridges and culverts maintenance and construction programs


Undertake reactive maintenance to the bridge and culvert network X X X X City Delivery

Create and maintain the DisabilityAccess Program X X X X City Delivery

57

4.1.5 - Planning and provision of footpaths and cyclewaysPrograms of work - Footpaths and cycleways


2017 - 2018

2018 - 2019

2019 - 2020


Develop annual footpath and cycleway maintenance program X X X X City Delivery

Design annual footpath and cycleway construction program X X X X City Delivery

Implement annual footpath andcycleway maintenance anconstruction programs


Undertake reactive to the footpath and cycleway network X X X X City Delivery

58

4.2.1 - Maintain existing infrastructurePrograms of work -Existing infrastructure maintenance

4.2.2 - Planning for new infrastructurePrograms of work -New infrastructure


2017 - 2018

2018 - 2019

2019 - 2020


Develop infrastructure strategies and undertake infrastructure planning X X X X City Delivery


2017 - 2018

2018 - 2019

2019 - 2020


Create and maintain the annual bus shelter program X X X X City Delivery

Undertake annual street accessories maintenance X X X X City Delivery

Undertake annual verges maintenance X X X X City Delivery

Develop annual kerb and guttermaintenance program X X X X City Delivery

Implement annual kerb and gutter maintenance program X X X X City Delivery

Undertake reactive maintenance of the kerb and gutter network X X X X City Delivery

Develop the annual stormwater and drainage maintenance program X X X X City Delivery

Design the annual stormwater and drainage construction program X X X X City Delivery

Implement the annual stormwater and drainage maintenance and construction programs


Undertake reactive maintenance to the stormwater and drainage network X X X X City Delivery

Strategy 4.2Support and advocate for infrastructuresolutions that meet the needs of our cityand pay an economic and liveability dividend

59

Strategy 4.3Responsibly manage growth and development, with respect for the environment, heritage and character of our city

4.3.1 - Land use planningPrograms of work -Local environmental planning


2017 - 2018

2018 - 2019

2019 - 2020


Develop the comprehensive LocalEnvironment Plan LEP X X X X City Development

Develop structure plans for towncentre locations and incorporate into the comprehensive LEP


Review and monitor DevelopmentControl Plans X X X X City Development

Complete Voluntary PlanningAgreements as required in accordance with the Environmental Planning and Assessment Act 1979


Monitor contaminated lands X X X X City Development

Review the Sustainable CityDevelopment Control Plan X X X X City Development

Complete technical studies andenvironmental planning for urbanrelease areas such as Menangle Park and Gilead


Provide pre-development assessment advice as required X X X X City Development

Assess and determine development applications X X X X City Development

Consider and approve sub-division certification applications X X X X City Development

Assess and determine construction certificate applications X X X X City Development

Carry out certification on development as required X X X X City Development

60

4.3.2 - Heritage protectionPrograms of work -Heritage protection

4.3.3 - Strategic property developmentPrograms of work -Property development


2017 - 2018

2018 - 2019

2019 - 2020


Coordinate and support the Heritage Advisory Protection Committee X X X X City Development

Support heritage conservation across the city X X X X City Development

Coordinate Heritage Week programs X X X X City Development


2017 - 2018

2018 - 2019

2019 - 2020


Develop council’s properties X X X X City Governance

Develop and maintain a propertystrategy and activities X X X X City Governance

Ensure that council properties areeffectively managed and leased X X X X City Governance

61

Strategy 4.4Maintain and create usable open andrecreational spaces

4.4.1 - Open space planningPrograms of work -Open space

4.4.2 - Recreation planningPrograms of work -Recreation planning


2017 - 2018

2018 - 2019

2019 - 2020


Develop an Open Space Strategic Plan X X X X City Delivery

Implement the recommendations of the Open Space Strategic Plan X X X X City Delivery


2017 - 2018

2018 - 2019

2019 - 2020


Implement the actions of the Sport and recreation Strategy X X X X City Lifestyles

Implement the actions of the Play Space Strategy X X X X City Delivery

62

Strategy 4.5Work in partnership with the StateGovernment to achieve positive planningoutcomes

Strategy 4.6Plan and invest in the revitalisation of the Campbelltown-Macarthur CBD, Ingleburn and other town centres

4.5.1 - Participate in planning decisionsPrograms of work -Government planning

4.6.1 - Central business district planningPrograms of work -CBD planning


2017 - 2018

2018 - 2019

2019 - 2020


Actively participate in State and Federal Government decision making that has an effect on Campbelltown

X X X XCity Development/City Growth and Economy

Enter into partnerships with State and Federal Governments whereappropriate


Support the Greater SydneyCommission to achieve planningoutcomes for the Greater South West Sydney Metropolitan area



2017 - 2018

2018 - 2019

2019 - 2020


Partner and consult with businesses in CBD areas in planning to reinvigorate CBD precincts


Develop a CBD revitalisation strategy X X X XCity Development/City Growth and Economy

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